This is a very tricky one as I believe there are two parts to employee trust.

The trust an employee has in the company as well as the trust an employee has in their manager.

From managing my own direct report. She had absolutely no trust in the company. She was not alone in this. At my company, not many employees trusted the company. Mainly due to the very poor communication regarding the state of the company from senior managers, constant breaking of promises and generally not being treated well.

However, on more than one occasion she has said that she had trust in me as her manager. In that I will communicate what I know about what is going on with in the company, as much as I can and look after her in the areas I can e.g. time off in lieu and to be fair and honest with her. 

I also believe I earned this trust when I listened to her side of the story in a disciplinary issue my line manager wanted to bring. 

I think trust is one of those things that it is very difficult to measure and it is more about a personal relationship.

Trust is of the utmost importance, but the fundamental question is how to build it and more important - how to maintain it. Constant, unannounced and not so clear changes in the company staff are deteriorating trust, and building fear in the team.
In Novo Nordisk there is a system called eVoice which measures employee's perception of the company as a whole, and compares it with industry average. Even though the results are great and the belief in the company is very high, the question remains - how sincere are the answers given? The most valuable data I usually got when I was talking directly to my team face to face on one-to-one sessions. Therefore I am likely to think that actually the trust that you can tell anything you find important to your line manager or ask your line manager anything you wish related to the business is crucial to building trust in the long way, no matter what the survey says. Also, empowerment of employees which allows them to suggest and implement their own ideas is very important - as long as they have clear and logical rationale behind their decisions, and as long as they are ready to hold themselves accountable for the results they deliver, both good or bad, and to reflect and adjust their actions in order to learn and improve.
I find openness and information flow very important, but on my opinion showing human component even if you are a leader/ manager is even more important to reduce the gap between you and your team. I believe that these insights from the article will further help me develop my leadership skills and improve my relationship with members of my team.